 I think mentoring lets people know that they're not alone, that there are other people like them having the same experiences, it lets them know how to go through and manage the career. Careers aren't always linear, my career is zigged and zagged and then I finally ended up where I'm at now and I think that people need to be able to take control of their career and make it work for them and they're more likely to stay in the research career if they can tailor it to meet their needs. There's a pillar of mentoring but I want to call it sponsorship because mentoring without the sponsorship which is actually advocating for the individual and really getting them launched into awards, getting them into positions that they can be invited to write opinion pieces and papers and getting them into leadership positions, that's actual sponsorship as opposed to mentorship and I think that is critical. Mentoring is the most gratifying part of my job as a deputy director of this institute. It doesn't just be deter or discourage that these are so-called big shots in the field including the Nobel laureates. In my own career I found out those who are most successful in science, in their professions are also likewise the most generous. I think that it's really important to have somebody who's like been there, done that and say, give you already a healthy check about what you're doing if it makes sense or not. So I think that's why I keep always coming back to mentoring and its role in sort of having a career that you own. That's not the linear, oh I went to graduate school and then made it to Dean. You've got to make it your own, you've got to own it because nobody's going to tell you what you're doing is great. People don't congratulate you on being successful. What happens is you have to find the rewards in your work. I tell people I had to become something I had never seen. What right did I have to believe that I could ever move into the sciences or to be able to achieve at any level or to obtain a PhD or to, you know, it's like because they are like each step moving from one place to another place to another place that everywhere along that pathway, in a way you need affirmation, you need support and help, but you also need affirmation that you're good enough. You are in a way given permission to enter this space and if you're not given that permission it's harder to take, you know, use your own agency in order to take that space. My overarching goal is that we can very quickly get 50% women in leadership positions, meaning at full professor level and that's what we need to have in order to change this situation. So I'm calling it 50-50 by 2020 as my big goal, stretch goal for the next seven years.